FINAL FLASHCARDS
Leadership as a process
The use of noncoercive influence to shape the group’s or organization’s goals, motivate behavior toward the achievement of those goals, and help define group or organizational culture.
Leadership as a property
The set of characteristics attributed to individuals who are perceived to be leaders.
People who can influence the behaviors of others without having to rely on force.
Leaders
Distinctions Between Management and Leadership: Creating an agenda
Leadership - Establishing direction and vision for the organization
Management - Planning and budgeting, allocating resources
Distinctions Between Management and Leadership: Developing a human network for achieving the agenda
Leadership - Aligning people through communications and actions that provide direction
Management - Organizing and staffing, structuring and monitoring implementation
Distinctions Between Management and Leadership: Executing plans
Leadership - Motivating and inspiring by satisfying needs
Management - Controlling and problem-solving
Distinctions Between Management and Leadership: Outcomes
Leadership - Produces useful change and new approaches to challenges
Management - Produces predictability and order and attains results
The ability to affect the behavior of others.
Power
The power defined by the organization to be accorded to people occupying a particular position.
Legitimate power
The power to give or withhold rewards, such as salary increases, bonuses, promotions, praise, recognition, and interesting job assignments.
Reward power
The power to force compliance by means of psychological, emotional, or physical threat.
Coercive power
The personal power that accrues to someone based on identification, imitation, loyalty, or charisma.
Referent power
The personal power that accrues to someone based on the information or expertise that they possess.
Expert power
Leadership traits vs. Leadership behavior
Leadership traits assumed that some basic trait or set of traits existed that differentiated leaders from non-leaders. On the other hand, the new hypothesis on leadership behavior was that effective leaders somehow behaved differently from less effective leaders.
Michigan Studies was led by..
Rensis Likert
2 forms of leader behaviour according to the Michigan studies
o Job-centered behavior
— managers who pay close attention to subordinates’ work, explain work procedures, and are keenly interested in performance.
o Employee-centered behavior
— managers who focus on the development of cohesive work groups and employee satisfaction.
Researchers in this did not interpret leader behavior as being one-dimensional as did the Michigan State studies.
Ohio State Studies
2 basic leadership styles according to the Ohio State Studies
o Initiating-structure behavior
— The behavior of leaders who define the leader– subordinate role so that everyone knows what is expected, establish formal lines of communication, and determine how tasks will be performed
o Consideration behaviour
— The behavior of leaders who show concern for subordinates and attempt to establish a warm, friendly, and supportive climate
It provides a means for evaluating leadership styles and then training managers to move toward an ideal style of behavior.
The Managerial Grid
According to subsequent researches, there is no ___________ or “one best way” model of leadership.
universal
Horizontal and vertical axis of managerial grid
The horizontal axis represents concern for production (similar to
job-centered and initiating-structure behaviors), and the vertical axis represents
concern for people (similar to employee-centered and consideration behaviors).
1.1 manager: (impoverished management)
minimal concern for both production and people
9.1 manager:
(authority-compliance)
highly concerned about production but exhibits little concern for people
1.9 manager: (country club management)
highly concerned about people but exhibits little concern for production
5.5 manager: (middle-of-the-road management)
adequate concern for both people and production
9.9 manager: (team management)
exhibits maximum concern for both people and production.
It is the ideal style of managerial behavior according to the Managerial Grid.
9.9 manager: (team management)
It assumes that appropriate leader behavior varies from one situation to another.
Situational Models of Leader Behavior
Least-Preferred Co-worker (LPC) theory
A theory of leadership that suggests that the appropriate style of leadership varies with situational favorableness.
He developed the Least-Preferred Co-worker (LPC) theory.
Fred Fiedler
Favorableness of the Situation according to the LPC theory
- Leader-member relations – the nature of the relationship between the leader and the work group.
- Task structure – the degree to which the group’s task is defined.
- Position Power – the power vested in the leader’s position.
It is a controversial questionnaire by Fiedler.
LPC measure
It is a direct extension of the expectancy theory of motivation associated with Martin Evans and Robert House.
Path-Goal Theory
The path-goal theory of leadership
It suggests that the primary functions of a leader are
to make valued or desired rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to goal accomplishment.
4 Leader Behaviors
Directive leader behavior - letting subordinates know what is expected of them, giving guidance and direction, and scheduling work.
Supportive leader behavior - being friendly and approachable, having concern for subordinate welfare, and treating subordinates as equals.
Participative leader behavior - consulting with subordinates, soliciting suggestions, and allowing participation in decision making.
Achievement-oriented leader behavior - setting challenging goals, expecting subordinates to perform at high levels, encouraging and showing confidence in subordinates.
Vroom’s Decision Tree Approach
It predicts what kinds of situations call for different degrees of group participation.
Basic Premises of Vroom’s Decision Tree Approach
The degree to which subordinates should be encouraged to participate in decision making depends on the characteristics of the situation.
No one decision-making process is best for all situations.
2 decision trees
- Decision significance – The degree to which the decision will have an impact on the organization. Subordinates are involved when decision significance is high.
- Decision Timeliness – The degree of time pressure for making a decision in a timely basis; may preclude involving subordinates.
Decision-Making Styles
o Decide — manager makes decision alone and then announces or “sells” it to the group.
o Consult (individually) — manager presents program to group members individually, obtains their suggestions, then makes the decision.
o Consult (group) — manager presents problem to group at a meeting, gets their suggestions, then makes the decision.
o Facilitate — manager presents the problem to the group, defines the problem and its boundaries, and then facilitates group member discussion as they make the decision.
o Delegate — manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution.
The Leader-Member Exchange (LMX) Approach
Conceived by George Graen and Fred Dansereau, stresses the importance of variable relationships between supervisors and each of their subordinates.
A concept that identifies situations in which leader behaviors are neutralized or replaced by characteristics of the subordinate, the task, and the organization.
Substitutes for Leadership
Characteristics that Substitute for Leadership: Subordinate
ability, experience, need for independence, professional orientation, indifference towards organizational goals
Characteristics that Substitute for Leadership: Task
routineness, the availability of feedback, intrinsic satisfaction
Characteristics that Substitute for Leadership: Organization
formalization, group cohesion, inflexibility, a rigid reward structure
Assumes that charisma is an individual characteristic of the leader.
Charismatic Leadership